U.S. General Services Administration
GSA Strategic Plan
FISCAL YEARS
Real Estate
Acquisition
Technology
Shared Services
Table of Contents
2
5
9
14
1: 17
2: 22
3: 27
4: 35
WELCOME
|
FY 2018 - FY 2022 STRATEGIC PLAN
Eective and ecient Government for the people.
At the U.S. General Services
Administration (GSA), we are uniquely
positioned to help the rest of Federal
Government best serve the American
people. The better our agency performs,
the more our fellow Federal agencies
are able to ensure the nation’s security,
protect public health, and strengthen
communities.
GSA leads the way in maximizing the eectiveness
of every tax dollar by supporting more than $54
billion in procurement spend, and with 8,700
owned and leased properties across the United
States and its territories. We achieve cost savings
and eciencies through smarter acquisition,
responsible management of Federal real estate,
transformative use of technology, and leading
practices across Government. By making it easier
to do business with Government, GSA strives to be
an exceptional partner to industry, especially small
and innovative companies.
Based on input from our partners in Federal
agencies, local communities, and the commercial
sector, we are setting out four strategic goals
that form the backbone of GSA’s FY 2018-2022
Strategic Plan:
Save taxpayer money through better
management of Federal real estate
We will deliver cost savings and value for taxpayers
through smart asset management while also
providing cutting-edge workplace solutions that
help agencies fulll their important missions.
Establish GSA as the premier provider of
ecient and eective acquisition solutions
across the Federal Government
We will lead acquisition and procurement strategies
that help agencies access inventive and eective
commercial solutions, make it easier to do business
with Government, and use our buying power to
drive cost savings.
Improve the way Federal agencies buy, build and
use technology
We will lead the charge to modernize
Government's approach to technology products
and services. We will guide agencies through
innovative and ecient technology deployment
to meet their missions and fulll the needs of
Americans in a rapidly evolving and complex world.
FY 2018 - FY 2022 STRATEGIC PLAN
|
WELCOME
Design and deliver expanded shared services
within GSA and across the Federal Government
to improve performance and save taxpayer
money
We will transform administrative services in
Government by leading the consolidation of
common mission-support processes and services
across the Government. Implementing this best
practice will make these services better, faster,
and more aordable while allowing Government
agencies to dedicate more resources to their
missions.
GSA’s unwavering commitment to a culture of high-
performance and customer focus -- reinforced by
our agency values of Service, Accountability, and
Innovation -- is the key to helping agencies deliver
on their mission. When we do our job well, the
American people win.
Thank you,
Emily W. Murphy
Administrator
We have been
delivering the best
value in real estate,
acquisition and
technology services,
to the Federal
Government and
American people for
more than 67 years.
FY 2018 - FY 2022 STRATEGIC PLAN
|
ABOUT GSA
GSA was established on July 1, 1949, as a
result of the Hoover Commission. The agency
consolidated administrative functions across
Government into one organization in order to
avoid duplication, reduce cost, streamline the
acquisition and distribution of supplies, and
centralize the management of Federal buildings.
Over the subsequent seven decades, the nation’s
population has more than doubled, the price of real
estate in major cities has skyrocketed, and super-
computers have gone from lling three-story rooms
to tting in our pockets. The world has become
vastly more interconnected. Federal agencies are
striving to match the pace of change, evolving to
meet new domestic and global challenges and
better serve the American public.
What has not changed is GSA’s steadfast
commitment to support our Federal customers
and stakeholders by providing cost-eective, high-
quality services. Our focus is on delivering value
to our partner agencies so they can focus their
resources on fullling their own important missions
to the American people.
Our agency provides the spaces, technical
innovation, and goods and services essential to
operate the Federal Government. We provide
workplaces by constructing, managing, and
preserving Government buildings and commercial
leases. Our acquisition solutions oer private
sector professional services, equipment, supplies,
telecommunications, and information technology
to Government organizations and the military.
Our technology leadership helps agencies build,
buy, and share technology in ways that support
their missions to better serve the public. Our
implementation of Government-wide policies
promotes management best practices and ecient
Government operations.
Our success relies on bringing together a talented
and diverse workforce -- including data scientists,
real estate experts, architects, acquisition
specialists, technologists, and policy analysts -- to
build a cohesive, customer-focused team. The
next section outlines GSA’s current organizational
structure and our mission, vision, and values,
followed by a summary of our strategy for the
future.
Our history.
ABOUT GSA
|
FY 2018 - FY 2022 STRATEGIC PLAN
GSA has two main service lines, Federal
Acquisition Service (FAS) and Public Buildings
Service (PBS), as well as, the Oce of
Government-wide Policy (OGP) and a set of sta
oces that support the ecient and eective
operation of the agency.
Federal Acquisition Service
FAS provides Federal agencies over 28
million dierent products and services, and
annually delivers over $54 billion in information
technology products, services and solutions,
telecommunications services, assisted acquisition
services, travel and transportation management
solutions, motor vehicles and eet services, and
charge card services. FAS manages over 200,000
leased vehicles, more than 3.3 million charge cards,
and provides personal property disposal services
facilitating the reuse of $1 billion in excess/surplus
property annually. FAS leverages the buying power
of the Federal Government by negotiating prices on
many products and services required by agencies
for daily operations. By arranging a network of
service providers, FAS is able to meet the operating
and mission requirements of a vast array of Federal
agencies and state, local, and tribal Governments.
Leveraging its Technology Transformation Service,
FAS and the Centers of Excellence improve the
public’s experience with Government by obtaining
and sharing technology applications, platforms, and
processes to make their services more accessible,
ecient, and eective.
Public Buildings Service
PBS activities fall into two broad areas: workspace
acquisition and property management. PBS
acquires space on behalf of the Federal
Government through new construction and leasing,
and acts as a caretaker for Federal properties
across the country. As the largest public real
estate organization in the United States, PBS
owns or leases 8,700 assets and maintains an
inventory of 371 million square feet of rentable
workspace. Within this inventory, PBS has more
than 500 owned and leased historic properties.
PBS provides high-quality facility and workspace
solutions to more than 55 Federal agencies,
disposes of excess or unneeded Federal properties,
and promotes the adoption of innovative workplace
solutions and technologies. Through lease,
construction, and purchase transactions, PBS
delivers the workspace necessary to meet the
varied missions of its Federal customers. PBS is
working with its Federal customers to design the
workplace of the 21st century, seeking to reduce
overall workspace needs and associated costs.
GSA today.
FY 2018 - FY 2022 STRATEGIC PLAN
|
ABOUT GSA
These services are also coordinated to obtain the
best available pricing.
Oce of Government-wide Policy
OGP uses policies, information, and ideas to drive
eciency and management excellence across
Federal Government for key administrative areas,
including travel and transportation, acquisition,
eet management, information technology, and
real estate management. OGP helps drive agency
behavior in these areas by developing Government-
wide policy making, performance standards,
analysis and benchmarking of data, and regular
reporting to Federal agencies and key stakeholders.
Sta Oces
GSA has three independent sta oces (Oce
of the Inspector General, Civilian Board of
Contract Appeals, and the Federal Permitting
Improvement Steering Council). Eleven GSA sta
oces support the enterprise. They ensure GSA
is prepared to meet the needs of customers on a
day-to-day basis and in crisis situations (Oce of
Administrative Services, Oce of Congressional
and Intergovernmental Aairs, Oce of the Chief
Financial Ocer, Oce of the Chief Information
Ocer, Oce of Human Resource Management,
Oce of General Counsel, Oce of Mission
Assurance, Oce of Strategic Communication,
Oce of Customer Experience, Oce of Civil
Rights, and the Oce of Small Business Utilization).
ABOUT GSA
|
FY 2018 - FY 2022 STRATEGIC PLAN
FY 2018 - FY 2022 STRATEGIC PLAN
|
OUR PLAN
GSA takes pride in delivering high-quality, cost-
eective services in real estate, acquisition,
and technology for customers across Federal
Government. These service areas represent the
core of GSA’s oerings, and we know we must
continue improving them to satisfy the needs
and expectations of our customers.
Agencies want to focus their full attention and
resources on mission delivery for the American
people. They expect support services to be easy-
to-use, reliable, and cost-eective.
Knowing this, we have set an ambitious goal: for
GSA to be the place where agencies come to meet
their mission-support needs. Whether GSA directly
delivers those services or arranges for others to do
so, we believe GSA is ideally positioned to fulll this
role. GSA has the ability to capitalize on economies
of scale to drive down costs, pool and mitigate
the market risks that agencies are currently taking
on themselves, reduce duplication in common
administrative functions, and help agencies make
smarter decisions using GSA’s expertise and
analysis of the marketplace.
This strategic plan is the blueprint for GSA to fulll
its mission on behalf of the Federal Government
over the next ve years. Based on customer
agency feedback, input from our own employees,
supplier engagement, and operational analysis,
GSA recognizes that we must improve our current
services, expand into new areas, and transform our
approach toward serving customers.
Our strategy for the future.
Eective and ecient
Government for the
American people
Deliver value and savings
in real estate, acquisition,
technology, and other
mission-support services
across Government
Service
Accountability
Innovation
vision mission values
OUR PLAN
|
FY 2018 - FY 2022 STRATEGIC PLAN
The most important shift will be a concerted
eort to support the full range of customer needs
throughout the product and services life cycle. GSA
will undertake a set of initiatives in the near term to
help achieve this, including:
• For all GSA products and services, developing
a clear, standardized menu of options;
collaboratively identifying new oerings based
on opportunity, maturity, and relevance; and
“certifying” products and services that are ready
for launch;
• Consolidating and harmonizing our internal
structure and processes to strengthen
interactions with customers and suppliers;
• Enhancing our delivery of integrated products
and services, including contractual vehicles;
• Promoting and facilitating customer agencies’
use of shared services–whether delivered
directly by GSA or another provider–by
supporting agencies throughout the product/
service life cycle; and
• Ensuring that GSA’s internal support services
operate eciently and responsively, to fuel high
performance at GSA and serve as a model for
support services across Government.
In sum, GSA’s FY 2018-2022 strategy is designed
to build the policies, processes, and organizational
capabilities to provide the rest of Government with
ecient and eective support services, so they can
focus on delivering their mission.
FY 2018 - FY 2022 STRATEGIC PLAN
|
OUR PLAN
STRATEGIC
OBJECTIVES
What are the target
areas to focus on in
order to make
progress?
PERFORMANCE
GOALS
What are the specic
outcomes we will
achieve during
FY 18-22?
STRATEGIC
GOALS
What are our broad,
long-term outcomes
we strive to achieve?
STRATEGIES
How will we achieve
these outcomes?
MISSION
Why is our work
important?
PERFORMANCE
INDICATORS
How will we assess
our progress?
VISION
What do we aspire
to become for our
customers?
our performance and strategy framework
OUR PLAN
|
FY 2018 - FY 2022 STRATEGIC PLAN
Strategic Goal Includes the goal statement and
goal overview. Strategic goals represent the highest
level statement of aim or purpose that is included
in the strategic plan. This plan’s four strategic goals
articulate clear statements of what the agency
wants to achieve to advance its mission and vision
statements.
Strategic Objective Includes the objective
statement and the objective overview. This plan’s
11 strategic objectives are the primary units for
strategic analysis and decision making. Strategic
objectives reect the high-level outcomes or
impacts the agency is trying to achieve and
collectively represent all areas of agency activity.
Key Strategy Represents a key approach or
initiative that will be pursued to advance the related
objective. These may include, but are not limited
to, major organizational or business model changes,
service delivery model changes, new areas of
strategic focus, implementing best practices, and/
or process improvement reforms
Performance Goal Represents mid-level
outcomes or impacts GSA will achieve. Each
strategic objective has a cascaded set of
performance goals and related key strategies that
together depict what GSA aims to achieve, and the
steps that will be taken to meet those objectives.
Progress towards performance goals is measured
through performance indicators.
Performance Indicator These measures are used
to track progress towards achieving performance
goals. GSA reports on performance progress in the
agency’s Annual Performance Plan and Report.
Key Terms and Denitions
FY 2018 - FY 2022 STRATEGIC PLAN
|
STRATEGIC GOAL 1
STRATEGIC GOALS & OBJECTIVES
|
FY 2018 - FY 2022 STRATEGIC PLAN
Goals and Objectives Summary Guide
1
Save taxpayer money through better management of Federal real estate.
1.1
Reduce the
cost of Federal
inventory.
1.2
Establish GSA as
a more eective
provider of real
estate services
for all agencies.
2
Establish GSA as the premier provider of ecient and eective acquisition
solutions across the Federal Government.
2.1
Design and deliver
GSA products
and services that
yield measurable
savings while
aligning with
customer mission
objectives and
changing market
demand.
2.2
Make it easier to
do business with
the Government
by simplifying
processes and
streamlining
access for our
customers and
suppliers.
2.3
Enhance
customer agency
access to qualied
socio-economic
entities.
STRATEGIC GOALS & OBJECTIVES
|
FY 2018 - FY 2022 STRATEGIC PLAN
3
Improve the way Federal agencies buy, build, and use technology.
3.1
Lead
Government-
wide technology
modernization
initiatives.
3.2
Drive more
ecient and
innovative
Government
procurement
of technology
services.
3.3
Lead
implementation
of technical
standards,
policies, and
strategies.
4
Design and deliver expanded shared services within GSA and across the
Federal Government to improve performance and save taxpayer money.
4.1
Develop new
organizational
capabilities to
understand
customer
demand and
deliver integrated
oerings to
support common
business
processes
Government-
wide.
4.2
Promote adoption
of shared services
by agencies
through policy,
guidance, and
benchmarking.
4.3
Support the
overall mission of
GSA by investing
in our employees
and modeling
how we deliver
internal support
services, while
providing policy
guidance across
Government.
STRATEGIC GOAL 1
|
FY 2018 - FY 2022 STRATEGIC PLAN
We provide
workplaces
by constructing,
managing, and
preserving
Government
buildings and by
leasing and managing
commercial real
estate.
FY 2018 - FY 2022 STRATEGIC PLAN
|
STRATEGIC GOAL 1
GSA will achieve cost savings for the Federal
Government by enhancing asset management
and optimizing space utilization to provide the
best price in Federal leased and owned real
estate. Eective and integrated delivery of
workspace solutions will provide our customers the
opportunity to focus time and resources on their
mission-related operations. Greater integration and
consistency of our services will also improve the
experience of our Federal customers.
Innovative and shared portfolio planning at the
local and national level will be used to nd the right
solution at a lower cost for new leases. In doing
so, GSA will lower the cost associated with its
owned and leased real estate portfolio to better
meet the needs of its customers. GSA will also
focus on optimizing revenue from the sales of GSA
and other federally owned real property assets to
ensure a Government-owned portfolio of high-
performing assets.
Strategic Goal 1
Save taxpayer money
through better
management of
Federal real estate.
STRATEGIC GOAL 1
|
FY 2018 - FY 2022 STRATEGIC PLAN
With over half of GSA lease space expiring in the
next few years, GSA will increase cost savings
by utilizing a wide range of strategies. GSA will
increase the usage of automated systems and
private sector brokers, where appropriate, to
improve our eciency in awarding leases. GSA
will also negotiate longer lease terms to provide
better value for our Federal customers. GSA will
also reduce the Federal footprint – cost and size
of the Federal Inventory – by improving workspace
utilization, disposing of underperforming assets,
and increasing the proportion of assets with
positive funds from operations. These, and many
other initiatives, combine to create a tremendous
opportunity for meeting the GSA mission and
saving taxpayer dollars.
Key Strategies
Improve utilization by reducing the Federal
footprint:
Work with Federal partners to adopt agency
specic design standards that facilitate new work
arrangements and increase utilization.
Help identify opportunities for co-location and
consolidation of agency oce spaces.
Increase use of longer lease terms, where
appropriate, as a mechanism for cost savings:
Pursue all available strategies to increase cost
savings, including maximizing lease terms. More
than half of GSA leased space is expiring over the
next four years, creating an opportunity to realize
cost savings.
Increase usage of the Automated Advanced
Acquisition Program (AAAP) and GSA Leasing
Support Services (GLS) for lease awards:
The AAAP is a multiple award lease procurement
tool that allows potential suppliers to compete
for multiple Federal leases by submitting a single
oer through a simple on-line portal. Increased
use of the AAAP will reduce administrative cost
and burden for Government and industry partners,
while also using scale to deliver cost savings.
GLS assists in delivering the best value in space
solutions for the Government and taxpayers,
1.1
Reduce the cost of Federal inventory.
Key Performance Goal Generate cost avoidance through lease negotiations.
Lead Oce Public Buildings Service
FY 2018 - FY 2022 STRATEGIC PLAN
|
STRATEGIC GOAL 1
leveraging private sector resources and expertise
with reduced contract administration.
Increase assets with positive funds from
operations:
Continue to identify and invest in core assets on the
basis of Federal need, asset use, asset condition,
and market value.
Dispose of under-performing Federal assets:
Work with agencies to develop and prioritize
eective and ecient real property repositioning
strategies.
Aggressively identify and dispose of under-
performing Federal assets through expanded sales
and out leases, auctions and transfers to local
entities.
Partner with stakeholders to ensure disposal
projects leave a positive impact on communities.
STRATEGIC GOAL 1
|
FY 2018 - FY 2022 STRATEGIC PLAN
GSA will support Federal agencies in fullling their
mission by oering integrated turn-key services,
providing high-quality facility and workspace
solutions, and improving responsiveness and value
to customers. Building on ongoing eorts, GSA will
focus on reducing cost without impacting service
levels through increased use of standardized
contracts and GSA procurement tools for building
operations and maintenance contracting. To
more fully assess customer experience, GSA will
implement an improved methodology to gauge
the Federal customer's experience and satisfaction
with services. Finally, GSA will provide sta with
the tools to ensure delivery of high-quality services.
Key Strategies
Improve productivity by investing in our people:
Continue to train sta, develop new tools, and
improve processes to support strong teamwork
and delivery of services.
Reduce the cost of operations and maintenance
contracts without impacting service levels:
Build upon current eorts to save taxpayer money
by improving operations and leveraging buying
power through standardized contracts and GSA
procurement tools.
Improve responsiveness and value to customers:
Work with customer agencies to identify common
goals and initiatives together.
Strengthen customer relationships through a
commitment to increase information sharing.
Increase the use of integrated, turn-key services
for customers:
Provide more options and integrated oerings
across the product and service life cycle for real
estate management services, including consultation
and mission-support services.
1.2
Establish GSA as a more eective provider of real estate services for all agencies.
Key Performance Goals
Provide building cleaning and maintenance at competitive costs.
Improve tenant satisfaction with Government-owned and leased space.
Lead Oce Public Buildings Service
We provide
acquisition solutions,
oer private
sector professional
services, equipment,
supplies, and IT
to Government
organizations and
the military.
FY 2018 - FY 2022 STRATEGIC PLAN
|
STRATEGIC GOAL 2
GSA is committed to delivering service, innovation,
and value through ecient operations, market
expertise, and proactive partnerships with
customer agencies and private sector vendors.
Generating economies of scale is the cornerstone
of our acquisition solutions, enabling us to
negotiate better prices. Every day, we help our
customers make smart purchasing decisions to
acquire the goods and services they need.
GSA is dedicated to improving the contract
vehicles, services, and products we provide to
Federal agencies, military, and state/local entities.
We make access to the Government market easier,
faster, and less costly to socio-economic providers.
We are achieving this by designing and delivering
solutions that meet current needs and anticipate
future requirements.
Strategic Goal 2
Establish GSA as the
premier provider of
ecient and eective
acquisition solutions
across the Federal
Government.
STRATEGIC GOAL 2
|
FY 2018 - FY 2022 STRATEGIC PLAN
Using the purchasing power of the Federal
Government, GSA reduces Federal agencies’
operating costs, enabling them to focus on their
core missions to serve the public at best value.
We are always looking for new ways to help
these agencies make their purchases smarter
and more ecient. This ability to achieve savings
or avoid costs depends largely on developing
common requirements across the Government
that leverage our purchasing power. Throughout
GSA’s acquisition operations, our goal is to place
customers at the center of our operations, develop
common requirements across the Government,
and increase adoption of our solutions for agencies’
common needs. Knowing this, we have developed
robust strategies to meet the current and future
demands of our customers.
In order to fully maximize the purchasing power of
the Federal Government, we will provide market
intelligence and acquisition expertise to the Federal
marketplace. GSA is committed to bringing
Government-wide contract spend into common
categories to further capture economies of scale.
This approach also creates economies of skill for
Government as a whole when agencies can rely
on GSA to deliver the right goods and services for
their mission needs.
Key Strategies
Better understand and anticipate customer
needs by developing a robust and eective
customer management approach:
Grow and rene the approach to strategic account
management by:
• Strengthening client relationships by serving as a
trusted advisor;
• Generating analytics and customer intelligence
to inform decisions and provide our customers
with meaningful recommendations; and
• Leveraging relationships and market intelligence,
to manage and customize GSA oerings.
2.1
Design and deliver GSA products and services that yield measurable savings
while aligning with customer mission objectives and changing market demand.
Key Performance Goal Increase customer satisfaction.
Lead Oce Federal Acquisition Service
FY 2018 - FY 2022 STRATEGIC PLAN
|
STRATEGIC GOAL 2
Develop a Voice of the Customer (VOC) process,
which ensures we gather customer feedback to
improve the eectiveness of our solutions, service
delivery, and customer interactions.
Enhance the customer experience through
innovative customer experience mapping and
usability testing of GSA systems and solutions.
Improve market intelligence and optimize
Federal buying power by leveraging commercial
principles:
Mature and expand the internal use of business
best practices (such as category management) to
improve Government acquisition by pooling and
sharing demand management, acquisition data,
and supplier relationship management knowledge.
Expanding use of data and business intelligence
allows us to better understand, anticipate, and
deliver customer requirements relative to specic
markets and industries. This includes:
• Leading a number of Government-wide
categories and working with top purchasing
agencies to understand their use of these
products and services, enabling us to enhance
the customer’s buying experience; and
• Developing purchasing strategies so that
customers nd best value for items and services.
Increase agency adoption of full life cycle assisted
acquisition solutions for large and/or complex
projects. The Assisted Acquisition Services
program oers these value-added, customized,
acquisition project management, and nancial
management services for large and/or complex
information technology and professional services
solutions.
STRATEGIC GOAL 2
|
FY 2018 - FY 2022 STRATEGIC PLAN
Every day the work that we do allows our customer
agencies to better focus on their missions.
Partnership on all levels is essential to the success
of GSA. Strong partnerships with other agencies
and suppliers are critical, and support decisions that
create value and savings for our customers and the
American public. Doing business with GSA should
be an easier and more transparent experience.
We must continuously improve our processes and
systems to make them as simple and streamlined
as possible.
Key Strategies
Modernize and streamline IT systems:
Simplify the acquisition experience for the supplier
and customer communities:
• Improving GSA and agency data access and
quality so that acquisition and program leaders
can make better procurement decisions;
• Empower GSA governance systems to
streamline investments for better results;
• Increase the use of cost-eective strategic
delivery of commercially readily available items
by improving electronic integration with supply
chain partners; and
• Assess the feasibility and opportunities for
adoption of e-commerce commercial platforms.
Simplify processes to make Multiple Award
Schedule contract vehicles the Government's
vehicle of choice for commercial products,
services, and solutions:
Provide our stakeholders with a Multiple Award
Schedules program that addresses current
market forces and provides Government with a
streamlined, value-based contracting solution that
continues to save time and money well into the
future. We are transforming the program in four
distinct areas:
• Supplier engagement;
• Customer engagement;
• Competitive pricing; and
• Innovation.
2.2
Make it easier to do business with the Government by simplifying processes and
streamlining access for our customers and suppliers.
Key Performance Goal Increase supplier satisfaction.
Lead Oce Federal Acquisition Service
FY 2018 - FY 2022 STRATEGIC PLAN
|
STRATEGIC GOAL 2
2.3
Enhance customer agency access to qualied socio-economic entities.
Key Performance Goal Create more opportunities for small businesses.
Lead Oces Federal Acquisition Service, Oce of Small Business Utilization
GSA will collaborate with industry on Federal
acquisition requirements and best practices
promoting opportunities for socio-economic
entities. This includes all small businesses
(disadvantaged, women-owned, veteran-owned,
service-disabled veteran-owned, and businesses
located in historically underutilized zones). GSA
will continue to educate the acquisition workforce
on the importance of meeting small business goals;
ensuring our oerings promote a vibrant industrial
and technological base.
Key Strategies
Educate socio-economic entities on the
opportunities available through the Multiple
Awards Schedules:
Find creative ways to educate socio-economic
entities on opportunities in the Federal marketplace
available through GSA.
Sponsor and deliver business development events.
Streamline outreach programs to promote
eciency and eectiveness.
Expand access to socio-economic buying options
across GSA contracts:
Seek creative ways to improve the small business
experience with GSA:
• Provide free counseling;
• Develop new tools to access opportunities;
• Review rules and regulations that impact small
businesses;
• Review subcontracting plans for small business
inclusion;
• Survey internal and external customers to
improve customer satisfaction; and
• Develop special resources for our veterans in
line with EO 13360.
Participation in acquisition planning, internal
procurement compliance reviews, and prime
contractor subcontractor compliance reviews.
Enhance analytic, performance monitoring, and
reporting capabilities.
STRATEGIC GOAL 3
|
FY 2018 - FY 2022 STRATEGIC PLAN
Technology is critical to how every agency
accomplishes its mission and serves the public.
It is at the core of running mission-support
operations, safeguarding critical information, and
analyzing program data for agency decision making.
However, the Federal Government continues to
struggle with legacy IT systems, IT modernization
hurdles, and procurement challenges, as well as
keeping pace with the public’s expectation for
digital services.
The challenge of supporting, managing, and
securing legacy systems signicantly aects the
ability of Federal agencies to meet current and
evolving mission requirements. GSA can take the
lead in a modernization that rethinks business
problems and uses new, innovative technologies
and IT practices to help Government IT work
better. GSA and its agency partners have the
capabilities to shift more Federal IT spending from
maintenance to modernization.
The Federal IT procurement process includes
requirements development and acquisition
practices that can be burdensome and time-
consuming. GSA is helping agencies adopt new
approaches for buying commercial-o-the shelf
and as-a-service solutions. We are leading the
development of modular contracting approaches to
enable agile and ecient development of complex
new requirements. GSA’s goal is to assist agencies
through the entire life cycle of procurement and
system development.
Keeping up with the public’s expectations for
services, and digital services in particular, has been
challenging for the Government. The technology
challenges facing Federal agencies and the direct
impact on the public are well-known by leaders
across Government and the private sector. GSA
has been a leader in using technology to make
customer experiences simple, fast, and secure.
The Trump Administration created the Oce of
American Innovation and the American Technology
Council to focus the attention and resources of
the White House on this challenge. GSA will be
an essential partner in providing solutions through
Strategic Goal 3
Improve the way Federal
agencies buy, build, and
use technology.
FY 2018 - FY 2022 STRATEGIC PLAN
|
STRATEGIC GOAL 3
The “Report to the President on Federal IT
Modernization (2017)” tasks agencies with
achieving an array of critical goals involving
enhanced IT security, greater use of cloud-
based services, and the overall consolidation
and modernization of IT networks. GSA is well
positioned to help agencies meet these goals. GSA
oers the full spectrum of technology assistance,
including experts who assess system design, apply
user-centered research and design techniques
common in the private sector, and ensure t with
agency needs. GSA also oers platforms and
services that can assist agencies in using modern
IT tools and practices. These include supporting
agencies’ move to the cloud; authentication and
authorization services that seamlessly integrate
with an agency’s public-facing systems; and
many cost-ecient and well-designed tools to
communicate with the public via web sites. These
partnerships foster trust and condence in the goal
of delivering essential Government services.
Key Strategies
Enable the provision of mature solutions to
migrate agency systems to the cloud:
Work across multiple programs to help agencies
move to the cloud in the least disruptive way. This
includes:
• Issuing authorizations for cloud systems that are
secure and continuously monitored;
• Making cloud systems available and easy to
purchase; and
• Oering GSA technology talent to plan and
implement cloud migrations that are ecient
and cost-eective.
3.1
Lead Government-wide technology modernization initiatives.
Key Performance Goal Provide agencies with cloud authorizations to modernize IT portfolios.
Lead Oce Federal Acquisition Service
the Centers of Excellence, the IT Category, and the
Oce of Government-wide Policy. Our unique mix
of talent and expertise in acquisition, technology,
and service delivery -- combined with our
Government-wide scope and scale -- make GSA an
agent of transformation in how Federal agencies
buy, build, and use technology.
STRATEGIC GOAL 3
|
FY 2018 - FY 2022 STRATEGIC PLAN
Improve public access to Federal Government
services through secure accounts and user-
friendly tools:
Oer the public secure and private on-line access
to participating Government programs, with the
goal of making Federal benets, services, and
applications easier to access and more secure.
Increase the cybersecurity of Federal IT systems
hosting the public’s personally identiable
information.
Improve the security position of the Government
by decreasing insider threats.
Help agency partners modernize and improve
digital interactions:
Ensure highly-skilled technologists are available
to help agencies think through complex business
problems and develop appropriate technical
designs.
Assist with deploying technology solutions to meet
agency business needs.
Monitor customer satisfaction with innovation,
technology consulting engagements and
acquisitions facilitated by 18F, the Presidential
Innovation Fellows (PIF), Schedule 70,
Government-wide Acquisition Contracts (GWAC),
and the Enterprise Infrastructure Solution (EIS)
program.
FY 2018 - FY 2022 STRATEGIC PLAN
|
STRATEGIC GOAL 3
The United States is a global leader in software and
technology. Government must harness its national
prowess in technology to not only drive economic
growth, but to improve internal business practices
and better serve the public. The acquisition
process is a key success factor in Government
technology practices.
Congress, the Government Accountability Oce
(GAO), and industry leaders have repeatedly
recommended that Government “buy more and
develop less” to improve technology outcomes.
This requires the Government to expand the
training and use of IT acquisition cadres as outlined
in the Federal Information Technology Acquisition
Reform Act (FITARA) and remove barriers to agile
acquisition of new technologies. GSA is committed
to developing and sharing the talent, best practices,
and policy improvements needed to bring about
these changes.
Multiple components of GSA will play a role
in driving this strategic objective. Our sta is
identifying and incorporating best practices in
technology acquisition, and oering hands-on
assistance to agencies at every stage of the process
including:
• Research and scoping;
• User research and prototype development;
• Solicitation drafting and technical evaluation;
post-award support; and
• Technical assistance during implementation.
The skills and knowledge developed in our
organization will be shared across the Federal
workforce to improve overall management of IT
acquisition and operations.
Key Strategies
Provide agencies with the ability to seamlessly
acquire and manage compliant software,
systems, and infrastructure at best value:
3.2
Drive more ecient and innovative Government procurement of technology
services.
Key Performance Goal
Improve technology procurements at customer agencies through acquisition
consulting and assistance.
Lead Oce Federal Acquisition Service
STRATEGIC GOAL 3
|
FY 2018 - FY 2022 STRATEGIC PLAN
Make buying and managing commercial o-the-
shelf software-as-a-service (SaaS) easier for
agencies by improving existing sales channels such
as IT Schedule 70.
Further develop and improve Schedule 70 to
provide Federal, state, and local customer agencies
the tools and expertise needed to shorten
procurement cycles, ensure compliance, and obtain
the best value for innovative technology products,
services, and solutions including buying and
managing commercial o-the-shelf SaaS.
Eciently and eectively transition agency
telecommunications and information technology
infrastructure to the EIS contract. Utilizing the EIS
contract creates a simplied process for agencies
to acquire integrated and streamlined solutions
while taking advantage of cost reductions through
aggregated Government-wide demand.
Assist agency customers in successfully
executing a modular contracting approach to
enable agile and ecient development of new
complex requirements:
Use our leadership in technology and acquisition to
work with agencies to introduce agile development
methods into technology procurements, build the
necessary skills to solicit and manage technology
projects with agile suppliers, and, if needed, guide
agency leads through the duration of the projects.
Continue to procure high-quality, lower-risk
products at best value.
FY 2018 - FY 2022 STRATEGIC PLAN
|
STRATEGIC GOAL 3
Modernizing Government IT will also require the
Federal Government to rethink how it constructs
and implements technical standards, policies, and
strategies. GSA will play a leading role in delivering
economies of scale and more interoperability
between functions and between agencies.
This policy role calls for active involvement of
Federal agencies, the private sector, and other
stakeholders from the initial stages of policy
review and formulation. This collaboration
helps ensure the best outcomes throughout the
policy development life cycle by including the
voice of agencies and GSA’s experience with
implementation.
GSA also enables agency implementation of
Government-wide IT policies and programs guided
by a set of core principles:
• Be a trusted Government partner: Align our
mission with that of our Government clients,
to continuously improve the eectiveness of
Federal IT;
• Craft long-term solutions: Foster a culture
and history of sustained attention to nding IT
solutions for complex and challenging cross-
agency issues;
• Leveraging Federal scale: Seek to maximize the
purchasing and processing power of the Federal
Government to enable faster, cost-eective
adoption of new technologies; and
• Champion the CIO: Work with Federal CIOs
to understand, support, and address their most
challenging issues.
GSA’s experience with IT modernization, service
delivery, and acquisition uniquely situates us
to help agencies navigate through their own
transformation and policy implementation. We
support CIOs, IT procurement personnel, and
3.3
Lead implementation of technical standards, policies, and strategies.
Key Performance Goals
Provide agencies with the tools and resources to implement IT standards and
policies.
Lead Oce Oce of Government-wide Policy
STRATEGIC GOAL 3
|
FY 2018 - FY 2022 STRATEGIC PLAN
other decision makers with services, expertise, and
solutions to address a broad spectrum of Federal
IT challenges. We also serve as the central hub
for Government-wide communities of practice
to share information and collaborate on solutions
for Government’s most pressing IT challenges.
These combined strategies improve the Federal IT
ecosystem, create eciencies, and reduce burden
across Government.
Key Strategies
Provide a forum for agency technology experts
to improve performance and eectively
implement IT standards and policies:
Convene communities of practice from around
Government to discuss and plan approaches to
address the most critical issues facing Federal IT.
Top-notch technical expertise is spread throughout
Government, and GSA plays a key role in bringing
together the best minds to solve our greatest
challenges.
Support agencies’ transition to and
implementation of accessibility standards and
policies:
Work with partners in Government to use data-
driven analysis and policy expertise to help agencies
improve Federal IT service delivery to all Americans.
Support agencies’ implementation of cost-
eective and ecient data center solutions:
• Coordinate Government-wide data center
optimization eorts;
• Develop best practices and tools to help agency
CIOs measure progress;
• Advise agencies on operating standards and
migration to encourage the use of inter-agency
shared services providers and cloud providers,
along with Government-wide contract vehicles;
and
• Operate a shared services marketplace where
agencies can choose from an inventory of data
center services and automated management
tools and products.
We promote
management
best practices
and ecient
Government
operations through
the development of
Government-wide
policies.
FY 2018 - FY 2022 STRATEGIC PLAN
|
STRATEGIC GOAL 3
Design and deliver
expanded shared services
within GSA and across
the Federal Government
to improve performance
and save taxpayer money.
Mission-support services across Government
are challenged by ineciencies and manual
processes, duplicative investments in technology
and capabilities, and an inability to consistently
modernize technology and business practices.
For example, Government-wide benchmarking
data shows some agencies are entering nearly
all of their vendor invoices manually and paying
nearly 100 times more per processed invoice
than the standard for electronic invoicing. Similar
examples can be cited in key support functions
at Federal agencies -- including human capital, IT
support, nance, acquisition, and building services.
Ineciencies take valuable time and resources
away from agency missions, impeding the
Government’s ability to deliver on public priorities.
GSA is able to fundamentally change the way
Government conducts mission-support services by
designing and delivering expanded shared services.
“Shared services” is an industry-leading practice
with proven success in consolidating processes,
systems, and workforce to reduce costs and
deliver common services in a standard way across
complex enterprises. This practice also creates
opportunities to share specialists and proven
approaches across agencies. Helping agencies
share common services and technology today will
mean long-term cost savings for taxpayers, and a
Government that is leaner and better equipped.
Last year, the GAO stated that “moving to shared
services can save the Federal Government billions
of dollars as well as reduce duplicative eorts,
decrease systems upgrades, and free up resources
for mission-critical activities.” But the Federal
Government’s eorts to establish and scale up
shared services have yielded mixed results, at best.
At GSA, our mission is to provide services to
agencies. Our robust supplier relationships and
access to leading practices in industry for all
support services allow GSA to bring innovative,
proven solutions to the Federal Government. GSA’s
role in Government-wide policy implementation
and data analysis is also a key factor in helping
agencies overcome barriers to improving their own
mission-support operations and adopting shared
services. To coordinate these eorts and fully
Strategic Goal 4
STRATEGIC GOAL 4
|
FY 2018 - FY 2022 STRATEGIC PLAN
The rst three goals in this strategic plan focused
on advancing and improving GSA’s capabilities
in real estate, acquisition, and technology to
better support agency missions Government-
wide. However, our ability to integrate those
capabilities into comprehensive life cycle solutions
will create the greatest value for agencies and the
American people. To accomplish this goal, GSA
will collaborate with customers and improve how
our components coordinate to seamlessly meet
customer needs.
We will expand our core capabilities and adapt
to market demands. Scaling and adaptability are
critical to addressing evolving customer needs.
Strategic partnership with industry will help create
an agile, responsive delivery model. We will also
establish a specic business function to conduct a
variety of analyses to benet customers, such as
developing business cases, determining optimal
bundles of products and services, and researching
innovative methods to reduce costs and strengthen
service quality.
We will improve our oerings by using performance
evaluation and market competition to incentivize
our industry partners to deliver high-quality
service. Our service processes and pricing will
be transparent so our customers can hold us
accountable for delivering services that achieve
both quality and cost expectations.
realize our potential, we must develop stronger
organizational capabilities to understand customer
demand, work with industry to provide ecient and
eective supply, and incorporate services across
GSA to satisfy the needs of Federal agencies.
4.1
Develop new organizational capabilities to understand customer demand and
deliver integrated oerings to support common business processes Government-
wide.
Key Performance Goal Expansion of centralized services.
Lead Oces
Oce of Customer Experience, Federal Acquisition Service, Public Buildings
Service
FY 2018 - FY 2022 STRATEGIC PLAN
|
STRATEGIC GOAL 4
Finally, our services will be better integrated
throughout the product and service life cycle, to
support customer agencies as they address their
complex business challenges. Our service design
will strive to include technical integration to allow
more data sharing and analytics. This cross-agency
integration will help us leverage contracts and
commercial acquisition practices to consolidate
professional service and IT contracts.
Key Strategies
Strengthen customer interface capabilities by
establishing a data-driven approach to customer
engagement and standardizing intake processes
to identify and address customer needs:
Develop a systematic, repeatable, and
understandable approach to working with
customers.
Leverage customer relationships to cultivate deep
expertise and apply data-validated solutions to
address customer problems across the Federal
Government.
Monitor customer satisfaction at every point in
the life-cycle and hold employees accountable for
customer relationship management.
Develop a comprehensive, integrated menu of
options for GSA’s product and service oerings:
Conduct high-level inventory of existing products
and services and create a user-friendly catalogue of
GSA oerings.
Recommend service packages (bundles) leveraging
the catalogue to meet customer needs, with a
focus on small agency life cycle services as an early
bundle.
Develop organizational capabilities to provide
products and services, tools, methodologies, and
metrics to deliver shared services:
Grow the talent and skill sets to establish
capabilities, including: business process engineers;
process improvement specialists; data specialists;
technologists; and experts in large and complex
project management.
Embed a culture that encourages performance,
continual improvement, and entrepreneurship to
deliver value to customers.
Use our technology expertise to deploy
interoperable, secure, eective, and ecient
technology solutions.
STRATEGIC GOAL 4
|
FY 2018 - FY 2022 STRATEGIC PLAN
Work with stakeholders in the executive branch
and Congress to identify nancial mechanisms
that help agencies make the investments needed
for technical upgrades, capability development
and, where needed, transition to a shared services
provider.
Reduce costly duplicative expenditures by the
Federal Government on activities that GSA can
provide through shared services:
Pursue Government-wide eciencies and savings
using proven shared services strategies from the
private sector, including:
• Standardization of common processes and
technologies;
• Automation and introduction of new
technologies, as appropriate;
• Streamlined procurement and consolidation of
existing contracts; and
• Gradual reduction of redundant capabilities and
infrastructure across Government.
FY 2018 - FY 2022 STRATEGIC PLAN
|
STRATEGIC GOAL 4
GSA plays a central role in the development of
policy, best practices, and strategic planning for
mission-support services across Government.
GSA’s Shared Solutions and Performance
Improvement (SPPI) oce, formerly Unied
Shared Services Management, has been a leader
in educating and helping Government agencies
understand the cost and operational benets
of shared services. SPPI has also analyzed the
challenges in the current shared service ecosystem
and recommended strategies to mitigate risks.
SPPI will continue to work with agencies to
promote standardization and implement best
practices to facilitate agency transitions to a shared
services operating model.
Key Strategies
Establish and lead cross-agency council(s) to
facilitate the sharing of lessons learned, advise
GSA leadership on possible mandatory shared
services, and participate in development of best
practices guidance:
Leverage the experience of existing Federal
communities of practice to revise the SPPI
playbook, incorporating the various delivery models
and assisting agencies in migrations.
Regularly assess agency progress at standardizing
and consolidating work processes to evaluate
opportunities to consolidate specic services
and mandate adoption across the entire Federal
enterprise. Collaborate with internal acquisition
and technology expertise to inform strategic
options.
Benchmark agencies’ performance of mission-
support functions against private and public
organizations to identify improvement areas
through shared services:
Conduct annual benchmarking of mission-support
functions, including any Federal organization
that provides shared services to other Federal
customers; leverage results to inform policy
decisions, opportunities for mission support
4.2
Promote adoption of shared services by agencies through policy, guidance, and
benchmarking.
Key Performance Goal Reduce barriers to facilitate easier adoption of shared services.
Lead Oce Oce of Government-wide Policy
STRATEGIC GOAL 4
|
FY 2018 - FY 2022 STRATEGIC PLAN
improvement, or mitigation of risks.
Align Federal benchmarking metrics to private
sector benchmarks and incorporate into standard
operational service level metrics.
Manage and coordinate the cross-functional
development of standard capabilities for
mission-support functions where appropriate.
Help agencies prepare for the migration to
shared services:
Create and administer a customer readiness
assessment that promotes and accelerates shared
service adoption.
Identify and maintain best practices by agencies for
migrations to shared services.
Help identify and propose use of shared services:
Analyze shared services proposals to determine
if increased agency participation reduces total
expenditure and/or increases eectiveness. As
appropriate, collaborate with OMB to drive
adoption of shared services in situations where it
will result in the maximum level of Government-
wide cost avoidance and/or eectiveness.
Develop and operate an impartial, straight forward
process for agencies to “opt-out” of participation in
shared services.
FY 2018 - FY 2022 STRATEGIC PLAN
|
STRATEGIC GOAL 4
To strengthen GSA’s leadership in Government
management, it is critical that the agency’s
support services be among the most ecient and
eective in Government. GSA’s CXO functions
(acquisition, nance, human capital, IT) will seek
to build on recent performance gains, accelerating
reforms to streamline operations. GSA prides
itself on understanding how business operations
benet Government. We will look to the very best
business organization equivalents for performance
comparisons and benchmarks, challenging
ourselves to match or exceed their performance.
This includes “practicing what we preach.” When
we are advising other agencies on methods to
improve their support operations - whether
through organizational xes or migrating to
shared services - GSA should adopt a like-minded
approach to pursuing eciency gains and service
quality. Our credibility across Government is
enhanced when we demonstrate that the solutions
we recommend externally are used inside GSA as
well. This is true for the traditional CXO functions,
and for non-CXO functions that also enable GSA to
achieve its mission.
Finally, we recognize the importance of engaging
the entire GSA workforce in this mission. The
agency’s growing emphasis on providing customers
with integrated solutions, life cycle management,
and shared services will present a challenge and
an opportunity. We must invest in our workforce,
developing the skills, tools, and inspiration for
employees to excel at delivering core and emerging
services to GSA’s customers and suppliers.
Key Strategies
Improve the performance of GSA’s CXO
functions by building on GSA’s previous CXO
consolidation initiative and applying proven
4.3
Support the overall mission of GSA by investing in our employees and modeling
how we deliver internal support services, while providing policy guidance across
Government.
Key Performance Goal
Ecient, eective mission-support services at GSA (CXO and non-CXO
functions).
Lead Oces
Oce of Government-wide Policy, GSA Support Functions (CXO and non-
CXO), Federal Acquisition Service, Public Buildings Service
STRATEGIC GOAL 4
|
FY 2018 - FY 2022 STRATEGIC PLAN
shared services principles:
Conduct a thorough review of the previous CXO
consolidation to implement lessons learned and
drive further performance improvement across
GSA’s support functions.
Partner with SPPI to assess opportunities for
GSA CXO functions to incorporate principles and
proven practices from the broader shared services
community.
Ensure that GSA’s non-CXO functions deliver
eective, ecient, and accountable services
to GSA or, as appropriate, across Federal
Government:
Establish organizational performance plans and
service metrics for GSA’s non-CXO functions,
oriented around the customers to whom they are
accountable.
Build connections and knowledge of non-CXO
functions at other Federal agencies to share and
adopt proven practices.
Complete a cost and operational review to
clearly identify direct and indirect costs; and
develop management actions to address areas
for improvement:
Develop methodology for dening and measuring
all forms of indirect costs for GSA operations,
including sta and service oces.
Construct method(s) for allocating costs to GSA
products and services to better inform pricing
strategies.
Engage and support GSA’s workforce to build
an organization-wide understanding of how to
perform GSA’s core and emerging capabilities as
well as model shared services behavior:
Conduct a comprehensive workforce capability
assessment.
Develop a workforce restructuring plan that aligns
capabilities with emerging organizational needs.
Provide training on delivery of integrated solutions
across the life cycle of products and services.
U.S. General Services Administration
1800 F Street NW
Washington, DC 20405
www.gsa.gov
